Part of team that manages the operations of our identity company. Vendor Management - Oversee manufacturing vendors remotely and with regular onsite visits. Assist with engineering, purchasing, fabrication, inventory, production, contract adherence, quality, RMA processes, reporting and security (monitoring, technical, and access control)Contract Management - Responsible for ensuring all processes, procedures and products meet or exceed guidelines.Procurement - Managing direct and indirect purchasing for all approved identity proofing components, software, and equipment to supply our production facilities.Internal processes - Responsible for ensuring best practices for shipping, receiving, inventory control, operating costs, software and hardware are tightly followed.Continuous Improvement - Identify/test/implement new products, ideas, processes, and systems that would improve our product, price, and/or operating costs.

Was hired to begin to implement support capabilities for newly manufactured Pinball Machines, however after 2 months of establishing operations, the company closed down - Temporarily. My time there was spend meeting with key members of the team to identify SMEs for the various issues that would arise as well as researching, understanding, and developing the customer service processes and procedures.

Provide daily operations for 350+ datacenter customers as well as provided "contoured" support for several key customers such as Clear Channel Outdoor, Volunteers of America Texas, and Residential Credit Solutions.

I helped develop MyNursingUniforms.com while working at Dickies Medical Uniforms as Internet Operations Manager. Then transitioned to employee status and ran all customer/order operations from my home in Flower Mound, TX aside from processing returns. I our accountant and we began the giant task of putting the business on Quickbooks and establishing benefits and a payroll system. In July 2007, our growth required me to open an office in Lewisville, TX. I hired several employees to perform the heavy customer service volume and group sales duties. At the same time we expanded the products on the site from 1 brand (Dickies) to 5 brands. (Dickies, Landau, Urbane, Cherokee, BabyPhat). Next, I employed a person to assist with the transition of all returns from Deleware to the Texas office and found a Marketing Specialist to manage our marketing ad campaigns and the affiliates.The yearly business volume went from $50,000 to slightly over $3M in less than 3 years. During this time, I managed almost every aspect of the business operations. The last piece that prepared the business for growth was obtaining a Java Developer to develop a system that would pull the orders from the website and automatically submit the customer information to the corresponding wholesale shipping warehouse. I worked with this person regularly to overcome issues, develop useful tools for customer support and decrease delivery times. Unfortunately, all the time and investment preparing for growth may have been defeated with the recent economic downturn, as my last day with MyNursingUniforms involved closing the Lewisville office.

Began working for Dickies as an Account Manager but soon found that the 3 year old business was missing a massive revenue stream...They did not sell Dickies Scrubs to websites that needed Dickies to do the shipping for them. I immediately began the creation of the processes and procedures necessary for Dickies to obtain the additional $5M a year revenue. I worked with the system developers to contour MAS200 to be able to ship to web order customers and worked with the web developers to provide the websites with support information about each item in every order. Because this information was not readily available, I obtained some phone support personnel and datasheet specialists until a proper B2B support website was put in place. Once the B2B system was up and running and the main system at Dickies was converted to MicrosoftAX, I left Dickies and began working for the biggest web retailer of Dickies Scrubs.I also managed the moves, adds, and changes of the PBX on site.

I started at GTE in Everett, WA as a residential sales representative where I smashed sales records and was quickly promoted to the business arena. My next promotion was from union hourly to management where I became a Quality Training Coordinator. This involved training sales classes and becoming a registered facilitator for Kaset Intl/Achieve Global's class - Achieving Extra-Ordinary Customer Relations and working with the Federal Communications Commission to ensure company compliance. I was part of a group that was responsible for training 5600+ representatives nationwide.The next role I obtained was to relocate to Dallas and I replaced both the Technical Systems Specialist and the Systems Specialist. I supported an office of 90+ and handled all aspects of the office's system access (88 systems - 90+ users/passwords - 2 locations) as well as all hardware support. During this time I supported the Y2K upgrade by converting all the computers from Windows95 to WindowsNT and I installed a Fujitsu F9600 PBX that allowed our office to save almost 10k monthly in operating costs. The conversions involved the training to every employee of these upgrades as well. Once the upgrades were complete and the office was running smoothly, I was upgraded to National Accounts Service Manager. At this time I was responsible for handling all service related issues for our global customers. I was solely responsible for Walmart, American Airlines, and HP. I was also assigned secondary support on Motorola, Hilton Hotels, EDS, State Farm and several other accounts. Walmart required constant support and regular travel to headquarters to overcome any issue from billing errors to field technician or hardware failure. After obtaining a high-level quality position in the business accounts arena, I accepted a Voluntary Separation Package and left in 2002. I went back as a contractor to Verizon Online providing customer service and technical support until January 2005.